- Copyright Page
- Box and Figure
- The Rise of Global Policy and Transnational Administration
- Global Public Policy and the Constitution of Political Authority
- Globalization and Internationalization: Impact upon the State and the Civil Service
- The Potential and Limits of Administrative Sovereignty
- State Fragility, International Development Policy, and Global Responses
- International Policy Transfer: Between the Global and Sovereign and between the Global and Local
- International Policy Entrepreneurship
- City Networks and Paradiplomacy as Global Public Policy
- International NGOs, Transnational Civil Society, and Global Public Policy: Opportunities and Obstacles in the Twenty-First Century
- The International Civil Service
- Domestic Capacity to Deliver Innovative Solutions for Grand Social Challenges
- Sovereignty Renewed: Transgovernmental Policy Networks and the Global–Local Dilemma
- Scales and Network Societies: The Expansion of Global Public Policy
- The Transnationalization of Public Spheres and Global Policy
- Conceptualizing Global Public Policy: A Global Public Good Perspective
- Regionalization and Transregional policies
- European Union Studies as a Tributary of Global Policy and Transnational Administration
- International Political Economy: A Global ‘Policy Turn’?
- Law–Space Nexus, Global Governance, and Global Administrative Law
- Filling the Gap: Global Masters of Public Administration and Public Policy Programmes
- Global Policy and Transnational Administration: Intellectual Currents in World Making
- Knowledge Networks, Scientific Communities, and Evidence-Informed Policy
- The Importance of Informal Intergovernmental Organizations: A Typology of Transnational Administration without Independent Secretariats
- Transnational Administration from the Beginning: The Importance of Charisma in Shaping International Organizational Norms
- Designing Global Public Policies in the Twenty-First Century
- The Agenda-Setting Capacity of Global Networks
- Transnational Policy Communities and Regulatory Networks as Global Administration
- Standard Setting and International Peer Review: The OECD as a Transnational Policy Actor
- Evolving Funding Patterns of Global Programmes and Their Impacts on Governance and Operations
- Development Partnerships’ Governance Structures, Accountability, and Participation
- Governance and Administration in Global Health Organizations: Considering the Legacies of the ‘Golden Era’ of Global Health Policy?
- Organized Business and Global Public Policy: Administration, Participation, and Regulation
- The Role of Large Management Consultancy Firms in Global Public Policy
- Compliance in Transnational Regulation: A Global Supply Chain Approach
- Providing Foundations: Philanthropy, Global Policy, and Administration
- Global Summitry as Sites of Transnational Technocratic Management and Policy Contestation
- Heads of International Organizations: Politicians, Diplomats, Managers
- International Civil Servant Management: A Personnel-Influenced Research Agenda
- The United Nations, Peacekeepers, and Accountability
- International Organizations, Civil Servants, and Whistleblowing
Abstract and Keywords
Over the past two decades, international development has seen a rise in global partnerships, due, inter alia, to cross-border issues requiring administrative coordination, and to the idea that pooled resources and leveraging partner strengths will lead to the best development results. This trend supports a strategic political context that calls for pooling knowledge, and moving beyond donor-specific silos. This chapter analyses key partnerships, including the Cities’ Alliance, Climate Investment Fund, Consultative Group to Assist the Poor, Global Alliance for Improved Nutrition, Vaccine Alliance, Global Environment Facility, Global Fund, and Global Partnership for Education. It examines how partnerships are responding to needs in the market that other donors have failed to respond to, how well they are aligned with the Sustainable Development Goals, and to what extent they are crowding in more funding and knowledge to solve problems, while enhancing the participation of country partners.
Arianne Wessal is an Education Specialist with the Global Partnership for Education. Prior to this, she worked with the World Bank’s Independent Evaluation Group (IEG), with a focus on monitoring and evaluation capacity development with the Centers for Learning on Evaluation and Results (CLEAR). She has worked in international development policy for more than a decade and with global partnership programmes for the past eight years. Her research interests include the governance of public partnership programmes and improving their effectiveness, as well as education policy research focused on issues of access to and equity of basic education, particularly in rural areas for marginalized groups. Ms Wessal holds a Master’s degree in International Development Policy from Duke University. The chapter draws from Wessal and Wescott, in press.
Clay G. Wescott is an evaluation and management consultant with the World Bank and Asian Development Bank and President of the International Public Management Network. His advisory work, research, and teaching covers public sector management, public financial management, political economy, civil service reform, annual performance agreements, decentralization, citizen participation and democracy, capacity development including South–South cooperation and networking, e-government, regional cooperation, combating corruption, monitoring and evaluation and project management. He held senior positions with the Asian Development Bank, UNDP, Development Alternatives, Inc., Price Waterhouse and the Harvard Institute for International Development, and taught at Princeton University. He has degrees in Government from Harvard College (A.B.) and Boston University (Ph.D.). He is an Editorial Board Member of the International Public Management Journal, Comparative Technology Transfer and Society, and International Review of Administrative Sciences. He is Book Review Editor, Governance, Senior Editor of International Public Management Review, Permanent Active Member, Transparency International, and Executive Committee Member, Section on International and Comparative Administration (SICA), and American Society for Public Administration. Chapter findings, interpretations, and conclusions are those of the authors and do not necessarily reflect the views of the International Bank for Reconstruction and Development, The World Bank and its affiliated organizations, or those of the Executive Directors of The World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The chapter draws from Wessal and Wescott, in press.
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